The role of mental models in team performance in complex systems

Rouse, William B.; Cannon‐Bowers, Janis A.; Salas, Eduardo

doi:10.1109/21.199457

Cited by 327 publications

(251 citation statements)

References 16 publications

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“…Mental models are constructs invoked to explain performance dierences. Rouse et al [19] have discussed the role of mental models in team performance in complex systems. They outlined three dierent functions of mental models: description, explanation, and prediction, and then developed a number of propositions that focus on mental models as mechanisms for forming expectations of team behaviors.…”

Section: Introductionmentioning

confidence: 99%

Forming teams: an analytical approach

1999

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The selection of multi-functional teams is a key issue in problem solving. Currently there are no papers in the literature that discuss analytical approaches to forming teams. Furthermore, no comprehensive model exists to prioritize team membership based on customer requirements or product characteristics. To deal with the underlying complexities of the team selection process, a methodology for team formation is developed. The methodology is based on the Analytical Hierarchy Process (AHP) approach and the Quality Function Deployment (QFD) method. A QFD planning matrix is used to organize the factors considered in the team selection. The importance measure for each team member is determined with the AHP approach. A mathematical programming model is developed to determine the composition of a team. The methodology developed in this paper is tested by the selection of teams in concurrent engineering. A detailed discussion of the model implementation and how to reduce the number of comparisons in the AHP process is presented. Possible modi®cations of the model to include``soft factors'', i.e., leadership, morale, personalities of group members, group values and so on are also discussed.

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Section: Introductionmentioning

confidence: 99%

Forming teams: an analytical approach

1999

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“…Shalley and Gilson (2004) asserted that a communicative vision can maximize the creativity of individuals by affecting team and organizational conditions that foster innovation. For the purposes of our study, teams are defined as "a distinguishable set of two or more people who interact, dynamically, interdependently, and adaptively toward a common and valued goal/objective/mission, who have each been assigned specific roles or functions to perform, and who have a limited life-span of membership" (Rouse et al, 1992).…”

Section: Introductionmentioning

confidence: 99%

The Effect of Vision and Role Clarity on Team Performance

Lynn

Kalay

2016

UİİİD

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Although many studies conclude that vision and role clarity are important at the organizational level, the impacts of vision and role clarity on innovation/teams have received far less attention. A strong vision and role definition can provide direction to a team and can positively impact its ability to succeed. The purpose of this research is to discuss vision components and Role Clarity, and explore their impacts on team performance. After studying the vision on a series of nine innovation teams at three companies (Apple, IBM, and HP), we empirically tested the impact of the two components of vision (Vision Clarity, and Vision Support) and Role Clarity on overall team performance. Data were collected from 75 team members. We found that Vision Clarity has a positive effect on team performance. We also found that, Vision Support and Role Clarity are not significantly related to team performance. Keywords

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“…The notion of a team mental model was developed to help account for performance differences between teams (Cannon- Bowers and Salas, 1990 ± Paper presented at the SIOP, Miami, FL; Rouse et al, 1992) and refers to an organized understanding of relevant knowledge that is shared by team members (Cannon-Bowers et al, 1993;Klimoski and Mohammed, 1994). The general thesis of the shared mental model literature is that team effectiveness will improve if team members have an adequate shared understanding of the task, team, equipment, and situation (e.g., Duncan et al, 1996).…”

Section: Introductionmentioning

confidence: 99%

Team mental models in a team knowledge framework: expanding theory and measurement across disciplinary boundaries

2001

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SummaryBecause research on team mental models is still in its formative stages, there is a need for continued conceptual development of the construct and direct empirical support linking team mental models to team outcomes. Researchers in other ®elds have developed concepts that are distinct from, but clearly related to team mental models, including information sharing, transactive memory, group learning, and cognitive consensus. Although these research streams currently exist in parallel with little cross-fertilization, there is much to be gained from integration across disciplinary boundaries. Therefore, the purpose of this paper is to enrich the theoretical understanding of team mental models and to broaden the empirical research base by adopting a cross-disciplinary focus and incorporating related team knowledge domains from other literatures. Based on a synthesis of various literatures, we develop a framework that delineates the relationships among team knowledge constructs.

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The role of mental models in team performance in complex systems

Cited by 327 publications

References 16 publications

Forming teams: an analytical approach

Forming teams: an analytical approach

The Effect of Vision and Role Clarity on Team Performance

Team mental models in a team knowledge framework: expanding theory and measurement across disciplinary boundaries

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